Interpersonal Skills

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Todays focus Self Awareness

• Interpersonal Skills
• Intrapersonal Skills
• Business Skills
• Leadership Skills

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How Self Awareness is taught
Reading Self Assessment Simulation
Harvard Business Review article by Mintzberg, H. (March-April 1990). The managers job Folklore and fact. Vol. 68, Iss. 2, p.163-176 Handout from 1st day of class Learning from role-plays by Marcic et al p 309 Leadership Style Questionnaire Handout from last week Email Inbox Exercise
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Recall self-awareness lecture Qs

• Based on the requirements of a managers job
  what aspects of yourself are your strengths and
  weaknesses?

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To answer self awareness Qs..

• What is the managerial job?
• Observe how you perform as a manager
• Compare how you performed relative to a
  standard (others, or a correct answer)
• Identify strengths weaknesses

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What is the managerial job?

• Mintzbergs framework to conceptualize it
• Experience a managers job

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What is the managerial job?

• Consists of brief, different, spontaneous,
  disconnected activities

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Description of research examining what managers do
Type of Participants Time of observation Things observed
CEO study 5 CEOs 1 week 890 pieces of mail 368 verbal contacts
Foreman Study 56 Foremen 1 8-hour shift Activities
British study 160 Middle Top managers Not given Diary of activities
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Evidence that managers engage in brief,
different, spontaneous disconnected activities
Time span of activities Nature of activities
CEO study 50 activities lt 9 min 10 activities gt 60 min 93 of verbal contacts were ad-hoc
Foreman Study 1 activity every 48 seconds
British study 30 mins of uninterrupted activity once every 2 days
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• Now that we know that managers engage in brief,
  different, spontaneous, disconnected activities
• How to organize/conceptualize the managers job?
• Mintzbergs framework of managerial roles
• Houses theory of leader behaviors

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Mintzberg Managers engage in 3 General Roles
Formal Authority Status of Manager
Decisional Roles
Interpersonal Roles
Informational Roles
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10 Specific Roles within 3 General Roles
Interpersonal Roles Leader Figurehead Liason
Decisional Roles Entrepreneur Handles
Disturbances Allocates Resources Negotiates
Informational Roles Monitor Disseminator Spokesper
son
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What is the nature of the Interpersonal Role
Interpersonal Roles Leader Figurehead Liaison
Decisional Roles Entrepreneur Handles
Disturbances Allocates Resources Negotiates
Informational Roles Monitor Disseminator Spokesper
son
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Leader Role

• Responsible for work of people in unit
• E.g., fills in when people are absent or when no
  specialized staff available for duty (Choran,
  cited in Mintzberg)
• Formal hiring, training, performance review
• Informal Coaching, motivating, influencing
• Main focus of Houses theory
• Will cover in Leadership 2 session

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Liaison Roles

• Time spent with those outside the vertical chain
  (e.g., Peers, customers, suppliers etc)

Peers Subordinates Superiors Outside
British Study 47 41 12
Foreman study 44 46 10
CEO study 7 48 44
Keys Case 20 30 10 15-20
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Figurehead Role

• Ceremonial duties
• CEO study found 12 of contact time was in doing
  ceremonial duties 17 of mail was due to formal
  position of the individual

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As leaders, liaisons figureheads, managers

• Are responsible for work conducted within units
• Develop relationships within and outside unit to
  conduct work
• Perform some image based activities (i.e., not
  directly work related)

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What we covered so far.whats next

• Interpersonal Roles
• Leader
• Figurehead
• Liaison

Decisional Roles Entrepreneur Handles
Disturbances Allocates Resources Negotiates
Informational Roles Monitor Disseminator Spokesper
son
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Managers send receive information through
interpersonal relationships
Informational Role Whats done with the information?
Monitor Requests new information receives unsolicited information
Disseminator Passes information (from within and outside unit) to subordinates
Spokesperson Sends information to those outside unit (outside inside organization) who have influence over unit
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Evidence for Informational Role

• Time spent in verbal communication was
• 66-80 (British Study)
• 78 (CEO study)
• 70 of incoming mail of CEOs was informational
• 40 of CEO contact time spent transmitting
  information

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What we covered so far.whats next

• Interpersonal Roles
• Leader
• Figurehead
• Liaison

Decisional Roles Entrepreneur Handles
Disturbances Allocates Resources Negotiates

• Informational Roles
• Monitor
• Disseminator
• Spokesperson

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Activities within the Decisional Role
Decisional Roles Type of Activity
Entrepreneur Voluntarily improves/adapts unit CEOs managed at least 50 projects at a time Makes decisions and follows through
Disturbance Handler Responds to involuntary change Acts to avoid/solve problems
Allocates Resources Decides who gets time, work etc. Designs unit structure to determine coordination
Negotiator Negotiates for self and for others
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Decisional Roles

• Uses relationships and information to make
  decisions
• Features of decisions
• Affected by several factors (e.g., functioning of
  other units, costs/benefits, timing etc.)
• Made on ad-hoc basis
• Based on person making the proposal rather than
  proposal

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Putting it together. Different contexts
emphasize these roles differently (e.g., sales
vs. production vs. staff managers)
Decisional Roles Entrepreneur Handles
Disturbances Allocates Resources Negotiates
Interpersonal Roles Leader Figurehead Liaison
Informational Roles Monitor Disseminator Spokesper
son
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Whats next

• What is the managerial job?
• v How to conceptualize these activities?
• Experience a managers job
• Become self-aware of your managerial behaviors

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How to do the simulation

• Time 30 mins
• You will receive emails in your inboxes every 2
  min labeled 1, 2, etc.
• Assume the role of Chris Pierce (info posted
  online) and respond as Chris would
• Reply to sender (i.e. mgtc24 account) not to
  the entire list (mgtc24-l01_at_utsc.utoronto.ca)
• In the body of the message, address your
  responses to whomever is most appropriate in the
  case